Lean Six Sigma Green Belt Training Module 5€¦ · Lean Six Sigma • Green Belt PwC FMEA recap...

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Lean Six SigmaGreen Belt TrainingModule 5

April 2017Roman Bauer

www.pwc.com

2Lean Six Sigma • Green BeltPwC

DMAIC project roadmap

DefineD

Measure

Analyzuj

Improve

Control

M

A

I

C

Define the improvement opportunities

Identify the Key Performance Indicators (KPIs)

Identify specific problems

Identify potential solutions

Design the control system

Develop the project plan

Develop a data collection plan

Identify and validate the root causes

Select right improvement solution

Implementsolution and control plan

Develop the project team

Validate the measurement system

Identify y = f (x)

Test and validate optimal solutions

Evaluate results of the changes

Define the processes (high level)

Define the baseline process performance

Develop a change management approach

Document the process changes

Identify critical customers requirements (CCR’s).

Deploy and execute solutions

Close project, communicate the know-how

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1 2 3 4 5

1 2 3 4 5

1 2 3 4

1 2 3

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3Lean Six Sigma • Green BeltPwCPwC

What will you learn today how to...

• Mitigate risks• Develop a process control system for holding the improvement gains• Implement control system and solution • Integrate and manage solution in daily work process• Involve and actively manage all your stakeholders• Understand change management dynamics through a project


August 2013Lean Six Sigma • Black Belt Training Week 2PwC

Risk Control

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FMEA recap

What does that acronym mean?

What is the purpose of FMEA?


Practical uses of FMEA

• FMEA is a good idea whenever changes to the workplace are planned. More generally, it can be used:Ø At the beginning of a project, FMEA can help a team better scope the

opportunity by defining the types of failures and narrowing the focus to a specific type of problem.

Ø In the Improve phase, FMEA can help uncover potential problems (especially unintended consequences) with suggested solutions, thereby allowing timely adjustments.

Ø In the Control phase, FMEA helps identify what measures need to be in place to make sure that failures will not happen in the future.

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Our FMEA example


FMEA inputs and outputs

FMEA

- Brainstorming

- C&E Matrix

- Process Map

- Process History

- Procedures

- Knowledge

- Experience

List of actions to prevent causes or

detect failure modes

History of actions taken

Inputs Outputs

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FMEA – Risk control


FMEA in Customer Service

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FMEA in Services


FMEA in Services

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FMEA in Pharma


FMEA in Pharma

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FMEA in Pharma


Process Control Systems Benefits

Process Control System

• Documents the process

• Provides a vehicle for standardization and replication

• Communicates process priorities and performance standards

• Defines measures used to evaluate process performance

• Describes data collection requirements and approach

• Tracks process performance and improvement efforts against targets

• Serves as vehicle for process reporting and improvement

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Process Control SystemsElements

Date:File name:

Process Description: Process Customer: Critical to Quality Out Come Indicator(s):

Process Flow Chart Checking Misc.Information

Step or Time

Position Input-Process-Outcome Indicators

Control Limits

Checking Item

Frequency Respon-sibility

Contingency Plan

Include• Abbreviations• Procedures• Remarks, Etc.

Implementation Timeline: Tasks #4

Process Touch Points: TMSD, Metro/District Managers and Local Field Personnel, Third party Provider and Procurement

Charts and Graph Type

Specs/Targets

What to Check

When to Check

Who Checks

Action Req’d for Exception

REV # DATE Revision Description By Appr

Process Control SystemProcess Description -specifies the area of operations which the

process control system represents.

Process Customers-specifies the recipient of

the process output whose satisfaction is the

primary objective.

Critical Requirements -states customer

requirements expected of the process output.

Outcome Indicatorsevaluates the extent of

meeting customerrequirements.

Process Flowchartillustrates the steps in a process and who wherewhen performs them ).

Process Indicators(indirect indicators, that

have a strong cause and effect relationship with

the outcome indicators).

Checking Plan forprocess indicators(limits, what, where, when, who, how).

Controlled Document(validity, revisions, date).


Roman Bauer – Advisory Services 18

Date:File name:

Process Description: Process Customer: Critical to Quality Out Come Indicator(s):

Process Flow Chart Checking Misc.Information

Step or Time

Position Input-Process-Outcome Indicators

Control Limits

Checking Item

Frequency Respon-sibility

Contingency Plan

Include• Abbreviations• Procedures• Remarks, Etc.

Implementation Timeline: Tasks #4

Process Touch Points: TMSD, Metro/District Managers and Local Field Personnel, Third party Provider and Procurement

Charts and Graph Type

Specs/Targets

What to Check

When to Check

Who Checks

Action Req’d for Exception

REV # DATE Revision Description By Appr


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Implement a solution and controlplan


Back to project definition

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Work with the project charter again


Process Control System- Indicators Matrix

Indicator Identifi-cation Definition UoM Calculation Vstupní veličiny Frequency of

evaluationResponsible Person Tool/Source

OnTimeDelivery-Requesteddate

OTD-R %orderlinesdeliveredonrequesteddate,undamaged,infullquantitywithalldocuments

% 1-(A+B+C)/totalnumberoforderlinesdeliveredinlast2weeks

A.orderlinesdeliveredafterrequesteddateB.orderlinesnotinfullquantitydeliveredonrequesteddateC.orderlinesclaimedwithdefect(damaged,missingdocuments)D.actualorderlinedeliverydate

evry2weeks DavidDostál Navision

Dodávkováspolehlivostnapřislíbenýtermín

OTD-P %položekprodejníchobjednávekdodanýchnapřislíbenýtermín,nepoškozené,vúplnémmnožstvískompletnídokumentací

% 1-(E+F+C)/celkovýpočetpoložekobjednávekdodanýchvminulých14dnech

E.početpoložekobjednávekdodanýchpopřislíbenémtermínuF.početpoložekobjednávekdodanýchvneúplnémmnožstvíkpříslíbenémudatuC.početobjednávekreklamovanýchsvadou(poškození,chybějícídokumentace)

každé2týdny DavidDostál Navision

Mírazadánínapoprvé FPY %objednávek,kterébylomožnézadatbezdalšíhohledání,zjišťováníneboopravyúdajů

% 1-G/celkovýpočetpoložekobjednávekdodanýchvevybranémměsíci

G.početobjednáveksezaškrtnutýmcheckboxem"zadáníneúplné"H.datumvytvořeníprodejníobjednávky

každýměsíc DavidDostál Navision

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Process Control System- Data Collection Plan

WHO? HOW? WHEN? WHERE?

Input Identification Definition Purpose Used for calculation

Reposnsible Person

Collection Method

Duration/ Time / Frequency

Source

Actual delivery date

ADD Actual date when delivered to address

Calculation of Order lines delivered after requested date

Logistics Dispatcher

Electronic transaction in ERP

Continuously / Every dispatching

ERP Order Management Module

Requested delivery date

RDD Original date requested by customer

CS Assistent

Manual data entry in ERP

Continuously / Every order

WHAT? WHY?

OL_ARD


Implementation Plan

Implementationworkplan

(start, milestones, duration, task owner).

Risk analysis(risks identified,

evaluated, preventiveand corrective actions).

Communication plan

Quality control plan

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Lean Six Sigma • Green BeltPwC

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Project risk assessment


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RACI communication matrix

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De Bono’s Six Hats

WhiteNeutral, objective thinking, concerned with facts

RedEmotional, intuitive thinking

BlackNegative, critical thinking

Green Creative, innovative thinking, finding solutions

YellowPositive, optimistic thinking

BlueOrganised, summarised thinking


Solution Implementation PlanElements

Plan Element Consideration Purpose

Potential Problem Analysis


• Risk assessment• Error Modes and Effects Analysis• Failure Modes and Effects Analysis• Assess internal control sufficiency• Recommended internal controls• Data collection plans• Process performance reviews• Response plans• Accountabilities and reporting• Align with rewards and recognition

Increase probability of success by understanding wherethe solution is at risk, removing or mitigating the riskand/or implementing effective internal controls.

Ensures that the solution gains are sustained, providesthe business with data to support continuousimprovement and replication and standardizationopportunities.

Training Plan • Process maps, procedures and documentation• Training needs assessment• Training approach and modes• Training design and evaluation• Implementation support or Help Desk

Sets up the organization to win by building the rightcompetencies and enabling the people who have tochange to be successful.

Communication Plan • Compelling need for change• “What’s in it for Me?”• Leadership support• How to be successful with solution• Training plan and schedule

Gain support and build enthusiasm by demonstratingleadership support and providing the right information atthe right time.

Budget and Benefits Case • Business case in 1.0• Solution benefits in 4.0• Total cost of implementation• Benefits to the customers• Non-fiscal benefits

Gain support and build enthusiasm by identifying thefinancial and non-financial benefits of change.

Detailed ImplementationWorkplan

• Objectives• Milestones and workplan• Roles and responsibilities description• Critical path

Clearly defines the who, what, when, where and how forimplementing the solution successfully.

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Control- Tollgate review

Key activities and deliverables• Design a process control system by designing standards and procedures• Plan and implement control system and solution by designing and using an

implementation plan• Integrate and manage solution in daily work process• Document and share achievements and lessons learned• Measure improved performance and use this to validate your business case• Look for opportunities to replicate / standardise solution


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Change Management

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Change Management – why & how

Why?Change Management is an essential and the most important part of a 6σ improvement project, from start to end (growing in intensity). The success of the 6σ project is largely depending on how you deal with all change elements in your organisation culture and environment.

How?• Set the project and project goals SMART WAY because………………?• Pay attention to team set-up from the beginning of your project………….?• Chose the right management tools………………….?• Define, Involve and Actively manage all your stakeholders…………?• Manage expectations, interventions and progress……………………..?• Show the change and make it visible……………………..?• Facilitate workshops to overcome resistant and build understanding

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Remember?

Ø Change project is not process

Ø How different people can react to change

Ø Stakeholder management is the key

Ø Stay focused on right goals, be aware

Ø MCM

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Main differences?

ØProject vs Process

- Goals

- Team

- Approach

- Stakeholder management

- Cycles

- Some more ?

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People in your team could be……

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The CART – building a team

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People in your team are……(continued)

Ø People in your change team are dedicated, they are there because the have to. In fact they don’t have time due to their daily responsibilities;

Ø Are busy, strong opinions and put blame to others;

Ø See you as expensive consultant. The first cost saving that could be achieved short term is to get rid of you soon;

Ø No corporation to do ….

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WHAT DO YOU DO?


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People in your team should be……

Employees (and customers) who:

Ø Come from functional departments directly involved in value stream you need to improve

Ø Have expert and process knowledge

Ø Know the customer and business issues

Ø Have influence on the employees around them (are respected)

Ø Preferably experience the problem and dealing with these on a daily base

Ø With the blue helmet

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37PwC

The change curve

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Motivation cycle

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As the individuals learn to work together they become motivated to achieve and develop by going through the five stages of the motivation cycle.

3. Success

4. Recognition2. Commitment

5. Motivation

n Motivated teams perform well and work hard to achieve objectives, deliver and develop

n Recognition that success brings about motivation

n Commitment begins when the team starts to ‘norm’ and the achievement of the objectives is given priority

n Involvement starts when a group of individuals come together to share a common objective1. Involvement

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39PwC

The natural life cycle of a team

Within our work we need to enable the team to perform quickly and effectively by going through these stages to promote team development and close out.

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Tools that can guide change – examples

Change plan/ case for changeChange readiness assessmentStakeholder mappingCommunication plan Training/ workshops/ focus groupsBrainstorming techniquesInteractive Dialogues (surveying tool)Culture surveysLeadership styles or effectiveness assessmentsKPI‘s development Documentation of the change process

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41PwC

STHM 0/4 - Gain influence

How?

Ø Focus on process, not content;

Ø Stand on top (Helicopter view, Customer focus, Business issue);

Ø Stand before (take position, based on process need);

Ø Stand aside (probe to understand, show respect for, say & do);

Ø Define your stakeholders / key partners / senior users

Ø Do STHM

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STKM 1/4- Create a shared needs

Ø Have the champion and sponsor to explain business issues and consequence to the business and possibly their positions.

Ø Why do we do this?

Ø What is the business need and why?

Ø Why do you need to be here?

Ø What can you do in this project and why?

Ø Do we have an overview and appropriate facts?

Ø What sources and who to communicate with?

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STKM 2/4- Expectation management

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Expectation management is…

. . . ensuring that what we deliver is in excess of the expectations of

what will be delivered

Expectations management principles should be applied both to our clientand to team members.


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STKM 3/4- You and your customer: connected

Who helps you achieve your targets?◦ Your customer

When will your customer do that?◦ If you help him achieve his targets

How can you help him do that?◦ By knowing and understanding his targets

How does your customer know that you know and understand his targets?◦ By asking the right questions

What happens when you ask the right questions?

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rela

tions

hip

Be aware !

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STKM 4/4- Stakeholder mapping

Slide 45

Be aware that you can actively influence and re-position your stakeholders. Therefore you should always pay attention to all stakeholders during a Six Sigma improvement project.

Focus on SH: (1) power and influence, and (2) if their support is necessary/ desirable/ unnecessary

Impa

ct o

f cha

nge

High

Medium

Low

Degree of involvement

High

Active support

Participation

Understanding

Informed

Aware

For more details see appendix 2

Lean Six Sigma training


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Deliverables of Change Management

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Deliverables:

• Case for change

• High level impact analysis

• Key stakeholder map

Deliverables:

• Report change readiness

• Updated key stakeholder map

• Updated intervention matrix

Deliverables:

• Intervention and dependencymatrix,

• Key stakeholder map

Deliverables:

• Global impact analysis alternative solutions

• Impact analysis chosen solution

• Stakeholder map chosen solution

Deliverables:

• Managers and employees who are willing and able to work with the new process

Define Measure

Analyse Improve

Control

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Questions & Answers


Contact

Roman BauerExperience the joy of work

Lean Manager, Consultant, Trainer

E: [email protected]: (+420) 602 154 168

Jaromír KulhánekProject Manager

Lean Six Sigma Green Belt Training Module 5€¦ · Lean Six Sigma • Green Belt PwC FMEA recap...

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